Laurence Romani

When Nationality Matters A Study of Departmental, Hierarchical, Professional, Gender and Age-based Employee Groupings’ Leadership Preferences across 15 Countries

The objective of the study presented in this article is to answer the question of when nationality matters regarding employees’ interpersonal leadership preferences. Based on a literature review, 16 tenure- and demographic-based groupings of employees (four departments, five work positions, five age groups and gender) were identified. Hypotheses were developed regarding whether employee group-based belonging overrides nationality-based belonging. These were tested across 15 countries and could be rejected for almost all groups due to significant differences in leadership preferences. Although the results concerning three employee groupings: researchers, supervisors and ‘over 55-years-old’ were inconclusive, it was not possible to identify one specific employee grouping that overrode nationality-based belonging. These results contribute to earlier research by refuting the often argued notion that departments, hierarchical work positions, professions, age groups and gender are categories of employees that should be managed as distinct groups with similar leadership preferences across country borders.

Paradigm Interplay for Theory Development: A Methodological Example With the Kulturstandard Method

Cross-cultural management research is done in both the positivist and the interpretive paradigms. Calls are repeatedly made to consider this diversity, thus asking for more multiparadigm research, which is both challenging and methodologically vague. This article proposes a clear method for a bi-paradigm study leading to theory development. Multiparadigm studies present challenges that are first explained and then addressed with the strategy of interplay. The authors assert that interplay is a paradigmatic conversation that respects and builds upon the connections and differences between paradigm’s components used by Kuhn to stress continuity and change during scientific revolutions. With the Kulturstandard method, the authors illustrate the feasibility of interplay between the positivist and the interpretive paradigms. Interplay is reached by first conducting analyses in their respective paradigms. Then, in light of each other, they reveal mutually enriching themes that lead to a shift of attention toward a venue of interplay. This venue is then explored to investigate its respectful consideration of the paradigms and how it contributes to theory. The authors conclude by underscoring the methodological contributions of this article to multiparadigm research.

Cross-Cultural Management in Practice

e cases draw on eld research revealing challenges and insights from working across nations and cultures. Each case provides recommendations for practitioners that are developed into a framework for e ective intercultural interactions as well as o ering illustrations and insights on how to handle actual cross-cultural issues. is enriching book covers various topics including international collaborations across and within multinational companies, organizational culture in international joint ventures and knowledge transfer.

Culture and Negotiated Meanings: The Value of Considering Meaning Systems and Power Imbalance for Cross-Cultural Management

1 Culture and negotiated meanings: the value of considering meaning systems and power imbalance for cross-cultural management 1 Laurence Romani, Sonja A. Sackmann and Henriett Primecz 2 On the road again: culturally generic spaces as coping strategies in international consultancy 18 Sara Louise Muhr and Jeanette Lemmergaard 3 Dynamics of ethnocentrism and ethnorelativism: a case study of Finnish–Polish collaboration 29 Sampo Tukiainen 4 Exploring the cultural context of Franco–Vietnamese development projects: using an interpretative approach to improve the cooperation process 41 Sylvie Chevrier 5 The intercultural challenges in the transfer of codes of conduct from the US to Europe 53 Christoph I. Barmeyer and Eric Davoine 6 When American management system meets Tunisian culture: the Poulina Case 64 Hèla Yousfi 7 Corporate communication across cultures: a multi-level approach 77 Lisbeth Clausen 8 Engineering culture(s) across sites: implications for cross-cultural management of emic meanings 89 Jasmin Mahadevan 9 Negotiating meaning across borders (finally!): Western management training in Eastern Europe 101 Snejina Michailova and Graham Hollinshead 10 Intercultural integration in Sino–Brazilian joint ventures 112 Guilherme Azevedo

Diversity Management and the Scandinavian Model: Illustrations from Denmark and Sweden

Abstract This chapter presents the principal interpretations that took place in Denmark and Sweden regarding the discourse on ‘Diversity Management’. We organise our presentation around three major themes that are central to the local Scandinavian context: gender equality, migration and moral grounds. This chapter shows the important role of gender equality work practices and how these practices now tend to be progressively incorporated in a broad Diversity Management construct, possibly leading to a less radical stance. Moreover, the comparison between Denmark and Sweden reveals the political associations with Diversity Management and migration in Denmark, but not in Sweden. Our third contribution unveils the tensions between the value of equality, which remains strong in the Scandinavian welfare state model, and the actual practices of Diversity Management.

Cross-Cultural Management Studies: State of the Field in the Four Research Paradigms*

Abstract Cross-cultural management research is often confined to the positivist tradition, which is archetypically illustrated by the seminal work of Hofstede. However, this gives an incomplete overview of the field to which three additional research paradigms contribute: interpretivist, postmodern, and critical. Our ambition is to raise awareness of the presence of multiple paradigms in cross-cultural management research. This meta-theoretical positioning allows researchers to consider the insights and contributions from the different paradigms. We aim to achieve this by presenting a brief overview of the state of the field in each paradigm, thus, stressing areas of studies that enrich our understanding of the interaction between culture and management (at the national, organizational, interpersonal, and individual levels). We then highlight the specific contributions of these four paradigms, drawing especially upon the postmodern and critical works, as they have been repeatedly overlooked in reviews. The article concludes by mentioning how more interactions between the paradigms can be developed and can lead to further knowledge development.

Assessing the other: a study on recruiting practices of high skilled ethnic minorities

Research on recruitment of ethnic minorities is often focused on discrimination and hinders for entering organizations. In contrast to existing literature, this study investigates an inclusive orga...

Welche Impulse liefert interkulturelles Management für Diversity Management

Zwischen Diversity Management und Interkulturellem Management existieren in Forschung und Praxis nur wenige Wechselbeziehungen, obwohl sie sich wichtige Impulse liefern konnten. Dieser Buchbeitrag stellt zum einen auf Basis eines Paradigmenmodells aus der Organisationsforschung einen Orientierungsrahmen fur den Forschungsstand in Diversity Management und Interkulturellem Management bereit; zum anderen wird anhand eines Fallbeispiels illustriert wie exemplarisch gewahlte Modelle des Interkulturellen Managements fur das Diversity Management und fur die Entwicklung von Kompetenzen von Nutzen sein konnen.

Book Review: Peter B. Smith, Mark F. Peterson, and David C. Thomas (Eds.), The Handbook of Cross-Cultural Management Research. London: Sage Publications, 2008. ISBN: 9781412940269 Price: £95/

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